Comparing Change Management Models for Organizations

Introduction to Change Management Models

There are several change management models that have been advanced as useful for most organizations in their daily operations. Though numerous change management models exist for companies to choose from, there are three models an organization is most likely to select when addressing significant change. A company should compare the strengths and weaknesses of available models before selecting the one that best meets its needs. The three change management models examined in this paper are the McKinsey 7-S model, Lewin's change management model, and Kotter's 8-step change model. The similarities and differences among these models are compared, and one model is identified as the best fit for a company requiring a large amount of change.

The McKinsey 7-S Model

The McKinsey 7-S model is a holistic approach to company organization that collectively determines how a company will operate. This model consists of seven interrelated factors — shared values, strategy, structure, systems, style, staff, and skills — that work together to form the framework. Shared values represent what the organization believes in and may be expressed through the company's mission (12Manage, 2007). Strategy portrays the company's plans in response to changes in the external environment. Structure refers to the organizational structure of the company, while systems represent the procedures, processes, and routines that characterize how work should be done. Staff represents the people employed by the organization and the roles they perform. Style signifies the organizational culture and management approaches utilized within the organization. Skills indicate the abilities and competencies of employees.

Lewin's Change Management Model

Lewin's change management model was created in 1950 by psychologist Kurt Lewin, who identified three stages of change that remain widely used today: unfreeze, transition, and refreeze. This model recognizes that employees tend to stay within certain comfort zones and are hesitant to embrace change. As a result, they become accustomed to a stable environment and grow uncomfortable when change occurs (Mind Tools, 2007). To overcome this frozen state, organizations must initiate an unfreeze period driven by motivation. The transition period is the stage during which change actively occurs; it is a journey, not a single step. This period requires time because people naturally resist change, making leadership critical to the success of the process. Once the transitional journey concludes, the organization enters the refreeze stage, where stability is restored and the new ways of working become established.

Kotter's 8-Step Change Model

Kotter's 8-step change model divides the change process into eight sequential steps. The first step is increasing urgency for change: the organization must convince employees that change is necessary for the company's survival. The second step is building a guiding team composed of respected employees within the company (Rose, 2007). The third step involves constructing a clear vision that demonstrates how the change will improve the company's future and the employees' roles within it. The fourth step is communicating that vision; for it to take effect, employees must fully understand it, which requires leaders of the change initiative to model the vision themselves.

The fifth step is empowering employees to execute the change. The sixth step involves creating short-term goals that help employees accept the change by demonstrating tangible progress; rewards are also important at this stage. The seventh step emphasizes persistence — continued change efforts must be sustained even after short-term goals are achieved, or the original plan for change will stall and fail. The final step is making the change permanent by embedding it into the company's culture and practices, such as through promotion policies and standard operating procedures.